SERVANT LEADERSHIP AND JOB PERFORMANCE: EVIDENCE FROM AIRLINE COMPANIES IN JORDAN

Authors

  • Yahia S. Bani Melhem Business Administration Department, Yarmouk University
  • Raed I. Ababneh Qatar University, CAS International Affairs Dep. -Policy, Planning, Development Program Doha- Qatar
  • Hadeel Bassam Alsukkar Yarmouk University, Irbid-Jordan

DOI:

https://doi.org/10.33736/ijbs.5632.2023

Keywords:

Servant leadership, job performance, Jordan Airlines

Abstract

This study explores the impact of servant leadership (SL) on job performance among service employees in Jordanian airline companies. A convenient sample of (201) employees answered the self-administrated questionnaire. Structural Equation Model/AMOS was applied for statistical analysis. Results revealed a positive aggregate impact of SL on job performance (R-square = 0.44). Respondents showed moderate agreement that their leaders are exhibiting and practicing the SL style. Respondents assessed their performance level as moderate. The impact of sub-dimensions of SL revealed variation in impact on job performance. Conceptualization and creating value for the community sub-dimensions of SL did not show any impact on job performance. Servant leadership is a crucial element in enhancing the performance of employees, which in turn would improve the quality of services provided to customers.

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Published

2023-04-07

How to Cite

Yahia S. Bani Melhem, Raed I. Ababneh, & Hadeel Bassam Alsukkar. (2023). SERVANT LEADERSHIP AND JOB PERFORMANCE: EVIDENCE FROM AIRLINE COMPANIES IN JORDAN. International Journal of Business and Society, 24(1), 523–542. https://doi.org/10.33736/ijbs.5632.2023